نقش آمادگی برای تغییر در اجرای برنامه ریزی منابع سازمانی (ERP) : مبانی نظری و اعتبار تجربی

Implementation of ERP systems continues to drive change in organizations. However, the effort is often considered a failure, partially because potential users resist the change. Readiness plays an active role in reducing resistance to such efforts. Therefore, we examined the formation of readiness for change and its effect on the perceived technological value of an ERP system leading to its use. We developed a model of readiness for change incorporating TAM and TPB. The model was then empirically tested using data collected from users of ERP systems in Korea. Structural equation analysis using LISREL provided significant support for all proposed relationships. Specifically, we found that readiness for change had an indirect effect on behavioral intention to use an ERP system. At the same time, readiness for change was found to be enhanced by two factors: organizational commitment and perceived personal competence.

Organizations are continually faced with the need to change their structures, objectives, processes, and technologies. Thus, they must be able to make changes to sustain their competitive advantage. Many have adopted ERP systems to help do this. Studies have reported that ERP adoption is about 80% in Fortune 500 companies [23]. However, despite its popularity, ERP implementations have been plagued with high failure rates and inability to realize promised benefits. The failure rate has been estimated as 60–90%. Some prior studies indicated that a major reason for failure was the resistance of the user to change [21]. ERP systems are often associated with fundamental change to organizational processes that involve different stakeholders [24]. Therefore, though ERP systems could be implemented successfully from a technical perspective, success may depend on employees being willing to use the delivered system. Creating readiness for change has been proposed as a major prescription for reducing resistance [26]. We therefore examined how readiness for change could affect the perceived value of the system and thus increase the intention to use ERP. We explored the role of readiness for change in ERP implementation and its impact on usage intention. To do so, we defined a model of readiness by incorporating TAM and TPB. We included two antecedents of readiness for change (perceived personal competence and organizational commitment) and two process outcome variables (perceived usefulness (PU) and perceived ease of use (PEU)) leading to ERP usage intention. The model was then tested using a sample of 283 responses from 72 Korean organizations that had already implemented enterprise-wide ERP systems.

Our study examined the role of readiness for change in the context of ERP systems implementation. The empirical findings showed how readiness for change indirectly influenced the behavioral intention to use ERP systems through PU and PEU, and was directly affected by organizational commitment and perceived personal competence.